Project Management Experience

For a leading provider of health management services, helped design and manage development of the company’s next generation Care Management platform, which is targeted to be use by provider practices; unlike today's central call center model. This system presented many challenges as it introduced many new constructs (a) rules guided care plan to assist with creation of plans, goals, and actions, (b) support for many role types, e.g., provider, nurse, care manager, office staff, etc, (c) support for extender relations and covering physicians, (d) creation of a new reporting analytics package, and (e) formalization of an enterprise service bus (ESB) to support multi-tier integration. Most challenging aspect of this project was the aggressive timelines and management of ever changing requirements which added unnecessary risk. Way out was to define phases, while showing continuous progress.  While the tactic seems straightforward, execution was not. Mr. Hochron was instrumental in helping this new product go live with this setting.

For a leading provider of health management services, Mr Hochron moved into management of newly formed Implementation group, with a focus on provider implementations. The company has transformed its products into solutions with many configurable parameters and workflow decisions.  The migration from payer to provider space is complex and deals with many new issues such as (a) embedded case management, (b) in-patient case management, (c) EMR data from ambulatory and acute facilities, (d) population health management, (e) consent management, (f) EMPI member management, (g) ACO/GPRO/PQRS reporting management, (h) configuration for quality measures and care alerts, and (i) disease registry management.  The Implementation group was setup to cover costs, so all costs are received as part of the client sale/implementation.

For a global money center retail and investment bank, Mr. Hochron co-designed and managed implementation for the initial release of the service excellence dashboard (SED).  Prior to this, Mr. Hochron was part of the team that architected SED. Goals of this implementation included testing certain architectural assumptions such as the ability to (a) canonically map system and network events from heterogeneous sources, (b) test scalability as defined by its abstraction layers, (c) test extensibility through its data rich environment, and (d) assess maintainability by measuring the level of custom code.  SED was implemented with three products (a) Managed Objects Formula for both performing canonical mappings upon receipt of events and for providing a realtime presentation interface, (b) Actimize for performing realtime analytics by processing rules that score canonical events, and (c) Business Objects for maintaining the persistent Data Mart and for performing time-based (historical) and multidimensional analysis.

For an international retailer/manufacture, Mr. Hochron continued on (after managing the tool selection process) into implementation.  His primary role was as a value-added advisor to the Finance Department.  In this capacity, Mr. Hochron ensured that the implementation team closely adhered to the target requirements. As chief architect, Mr. Hochron paid close attention to the source of the data that was extracted, the transformations that were defined, and the overall staging and load process.  In addition, Mr. Hochron, helped organize the target reports and work with the client to simplify/achieve more consistency. Mr. Hochron’s overall role was to ensure successful implementation, specifically to ensure that the expected business value (given the projects design assumptions, .e.g, low maintenance) were realized.

For a global industry leader and manufacturer and distributor of sports entertainment services, Mr. Hochron conducted an assessment to determine if an interim management reporting system would be justifiable in saving time and increasing quality. He developed a system, upon determination that hundreds of FTE hours each week would be saved (by eliminating faxing and rekeying of data). Development included (a) source data analysis (of the six independent financial systems/data sources), (b) target data modeling, (c) definition of source data requirements, (d) development of the physical data base, queries, reports, forms and supporting VBA code, (e) data validation/scrubbing, (f) performance tuning, and (g) testing, conversion, and training.

For a global industry leader and manufacturer and distributor of sports entertainment services, Mr. Hochron defined, architected, designed, and managed development of two OLAP data marts. One data mart is fed general ledger data from JD Edwards for financial analysis on a monthly basis. The other is fed revenue detail from the point-of-sale polling system for operations analysis on a weekly basis. Direct involvement was in (a) the up-front definition of information delivery needs, (b) definition of measures, metrics, and dimensionality, (c) selection of the third-party developer, (d) design of automated operational load of source data, and (e) overall project management of development.

For a regional bell operating company, Mr. Hochron assisted the Sourcing and Procurement Division select enabling tools for an On-Line Analytical Processing (OLAP) project that will help better manage their strategic supplier relationships. Over 50 vendors from four different categories were evaluated:  (a) Source Data Analysis and Cleansing, (b) Data Integration and Transformation, (c) Data Base Management System, and (d) Information Access and Analysis. One of the major issues dealt with was whether to go with a high performance proprietary OLAP vendors or open, relational OLAP vendors. The tools selected for this project have since been used for two additional OLAP/Data Mart systems elsewhere in the company.

For a regional bell operating company, Mr. Hochron assisted with the technology track for a customer/product profitability OLAP system for the Marketing Department. Specific responsibilities included (a) managing installation of hardware/software environment, (b) estimation of data volumes--extracts, network movement, and server storage, (c) initial development of the data model using LogicWorks’ ERwin (d) development of the meta-data using MicroStrategy’s DSSAgent, and (e) assistance with data transformation planning, (f) managed development of the Data Mart. The resulting system is key to transitioning from a heavily regulated company to a customer-driven marketing company in a competitive environment.

For a regional bell operating company, Mr. Hochron led the development for one of the Integrated Architecture Team’s projects. The purpose of the project was to begin to transition core legacy systems to a client/server architecture by implementing a middleware-based GUI surround application with Apertus Enterprise/Access. One of the main advantages of this approach is to separate the presentation layer for the application logic. Mr. Hochron’s primary contribution was to design the messages facility between the PC client and the Apertus (UNIX) server. These messages were designed in reusable layers with sufficient abstraction as to isolate the application from any of the underlying products.

For a book and magazine publisher, Mr. Hochron assisted with their first client/server application. Four primary areas of involvement include: introducing the project team to object-oriented analysis/design and decomposition, creation of application independent reusable objects for basic transaction maintenance, mentoring the project team with PowerBuilder (the chosen client software) and assisting with the rollout planning and implementation of the application. The chosen database for the back-end was SQL-Server and Systems Architect was used for data modeling and table maintenance.